Leading Your Extreme Programming Project

XP software development requires a new kind of management style. The classic role of project manager is redefined as team leaders place emphasis on people not process. Learn what kind of skills you'll need to lead your XP project.

This chapter is from the book

This chapter is from the book

In this hour you will learn how to lead your XP project. If you're a
project manager or team leader, you'll need to gain a firm understanding of
the differences between managing and leading in XP. In this hour we will
cover

How the XP values relate to leadership

The importance of people to the success of the project

What it takes to be a leader in an XP project

What is team building, and what it means for an XP project

Using XP Values to Run Your Project

You can think of your software development project as consisting of two
parts: the process of managing the work and the actual programming itself. Some
of the XP practices are clearly developer-related, such as Pair Pro-gramming and
refactoring. Others, such as The Planning Game are tools you can use to lead or
manage. In this hour we'll consider the kind of approach you'll need
to adopt as you start to lead XP projects. A great place to begin this is by
revisiting our XP values and principles with respect to leadership.

SimplicityLead using simple tools that work such as cards,
whiteboards, and Web applications. As a leader you'll search for practical
solutions and not be afraid to move furniture or do whatever it takes to clear
the way for the team.

CommunicationXP practices such as Pair Programming require
communication to work. XP recognizes this and seeks to remove barriers between
team members. As a coach you'll be watching interactions, listening for
fluctuations in tone, and generally getting a sense of the team. Improving the
team's communication, most of which is verbal, falls on your
shoulders.

FeedbackFeedback is happening all the time between customer
and developer, and leaders need feedback, too. Is your leadership effective? Are
team members who are new to XP growing under your mentoring?

CourageThe team will quickly learn to respect you as you
display courage, fighting for the rights of the team. If your customer or
management is new to XP, they might be skeptical or even negative. Expect
pressure to come on you to "bend the rules" as the new comes
into conflict with the old.

Leading your XP project means no hiding behind project plans, status reports,
and emails. The team expects you to be technical and relevant enough to add
hands-on value as well. Starting your XP project could be a little uncertain, a
little loose for you if you're used to a more structured approach.
Structure isn't a bad thing at all, as long as the team is doing the
simplest thing that could possibly work. So, we can apply our XP programming
approach to leadership on the project. If you as a leader can demonstrate
integrity and ability, your team will follow and together you'll reach
success. The starting point is to recognize the unique nature of your people.
They make the difference.